Make an Impact

By: Andy Fry, Renogize Coach & Director of Operations

We often think of a legacy as something that takes a long time to develop and then long outlives us.  In our current day and age, it is more likely that we are a part of a greater story that didn’t start with us and will continue to be written well after we are gone. 

As the “Boomer” generation of leaders shifts toward well-earned retirements, so also goes their average of a “one career and one job” mentality.  Taking a quick look at tenures of leaders in academia and corporate business, we see that the average amount of time you have to make an impact as a leader is relatively short:

University President: 6 years

Dean of a College: 5 years

C-Suite Executive: 4.5 years

Fortune 500 CEO: 7 years

We can see that the tenure for some of our top leaders is not that long, however, the younger generations might disagree.  What is the average tenure for someone in the “Millennial” generation in a role?  Less than three years.  That means that the average Millennial has already transitioned to new positions five times or more.  Carefully consider transitions between positions.  Unfortunately, the grass isn’t greener on the other side of the fence; it is greener where it is weeded, seeded, fed, and watered.  So “water your grass” by cultivating relationships and elevating the skills and abilities of those around you.

Consider how you want to be remembered by the people in your company or organization.  Take five minutes and write it down.  Post it somewhere prominent as a reminder.  Lead in such a way as to accomplish that goal. 

You don’t have much time.  Choose to be remembered as someone who made an impact.

Leadership Identity: The Two Fundamental Questions

By: Jaime Goff, PhD, Renogize Coach

Leaders are struggling to adjust to shifting expectations in the workplace. According to McKinsey, 75% of workers believe the most stressful aspect of work is their boss, and younger employees expect to find meaning and belonging through their work.

In response, leaders are asking, “What should I do?” This is the wrong question. Instead, leaders should be asking, “Who do I need to be?”

There are two fundamental questions that inform identity:

1. Am I worthy of love and respect?

2. Are others trustworthy?

These questions inform core beliefs about ourselves and the world around us. To maintain their developmental edge and adapt to shifting demands, leaders must reflect on these questions.

Am I Worthy?

Leader identity is grounded in self-worth. Leaders who doubt their worthiness are driven by self-protection, resulting in micromanagement and an inability to delegate.

Developing self-worth is a lifelong project, but small strides in this area can make a big difference. Actions to strengthen your self-worth include:

1. Seek out coaching with Renogize to strengthen leadership confidence or a psychotherapist if you struggle with issues such as depression or anxiety.

2. Practice self-compassion.

3. Prioritize your need for connection by nurturing personal relationships.

Are Others Trustworthy?

Younger workers expect their voices to be heard and want to contribute in the workplace. If you don’t trust others, you will struggle to empower those on your team.

To become more trusting of your team, try the following:

1. Assess the source of your doubts. Is your lack of trust based on observable facts with specific people? Or is it based on past experiences unrelated to current team members?

2. Test your assumptions. Design small experiments to provide your team members with an opportunity to prove you wrong and exceed your expectations.

3. Delegate strategically. Don’t set your team up for failure by delegating tasks beyond their knowledge or skill. Base assignments on their ability to be successful, developing trust and empowerment.

Feedback is a Gift

By: Jennifer Franko, Renogize Coach & Account Manager

You may have heard the phrase, “Feedback is a gift.” When I say that while teaching leaders about the importance and value of feedback, I usually get a few eyerolls.

I get it. Feedback is perceived by many people as difficult, confrontational, and/or uncomfortable.

But the truth is, when given with pure intentions, feedback really is a gift.

1. We know how difficult it can be to offer it to a fellow colleague, direct report, or upline leader, and

2. A person can’t do anything about a potential blind spot unless a caring colleague or leader helps them see it.

As leaders, creating a culture of feedback is critical to building and maintaining a cohesive team.

What do I mean by a cohesive team?

According to Patrick Lencioni’s model for teamwork and The Five Behaviors®, A Wiley brand, the behaviors of a cohesive team are vulnerability-based trust, productive conflict, commitment, accountability, and team-based results. These behaviors involve giving and receiving feedback constantly, day-in-and day-out.

What do I mean by creating a culture of feedback?

I mean you intentionally lead and engage your people in giving each other feedback so it becomes engrained in how the team functions. The discomfort often felt when giving feedback vanishes when it becomes a natural, common act of kindness within your team or organization. 

As a leader and influencer, you have a huge opportunity to model healthy and helpful ways of giving feedback.

To provide feedback in a consistent and organized structure, consider adopting a feedback framework, such as BID: Behavior, Impact, Discover.

B – Behavior: Start by articulating and sticking to the facts about the actual behavior witnessed (something said, written, a non-verbal eyeroll or sigh, etc.), leaving out any personal opinions or perceptions.  

I – Impact: Share your perspective about the impact of that behavior (perceptions can be shared at this point).

D – Discover: Engage with the person to whom you just gave feedback to discuss what they want to do with that new insight.

Be an intentional leader who provides feedback to help others grow toward becoming the best they can be and who enables others to learn how to give feedback so it’s weaved into the fabric of your team or organization.

Lead One, Lead Many

By: Andy Fry, Renogize Coach & Director of Operations

Much has been written about the difference between IQ and EQ but one of the most profound, yet completely intuitive, statistics I have come across was from “Emotional Intelligence 2.0” by Bradberry and Greaves: People with average IQ’s out-performed people with high IQ’s 70% of the time!  We all know this though, right?  People who know themselves well and play well with others tend to be the most successful.

I like to use a simple phrase when talking about the importance of self-leadership.  “If you can lead one, you can lead many.  If you can’t lead one, you can’t lead any.”  Essentially, if you can learn to identify where you excel and mitigate the negative effects where you struggle, you will raise your ceiling of leadership.  Put differently, if you can cultivate your strengths to be able to leverage them when addressing your weaknesses, you can also coach others to do the same.  Conversely, how can we hope to lead and influence others, if we aren’t able to influence ourselves?

What are your self-identified three greatest strengths as a leader?  Go ahead, write them down.  Now aim those strengths at a challenge that you are currently facing.  How can you leverage the greatness inside of you to overcome obstacles and barriers presented by areas of leadership where you aren’t as strong?  Analytical with low empathy?  Listen intently to the words being used and learn to study the body language of the people you are communicating with.  Strong ambition with low patience?  Apply your ambition toward understanding the abilities of those around you and modifying your pace appropriately.

Leaders can be judged by how effective they are at influencing behaviors.  Unlocking your ability to modify your own actions could be the key to doing the same for your team around you.

Tools for Leading in an Ever-Changing World

By: Kevin Carr, Renogize Coach

We recently concluded a group coaching engagement with leaders facing a dilemma. They serve in an industry that is famously resistant to change. However, they find themselves increasingly aware that changes are imminent, both in their industry and their institution. Some are pushing for change. Others want to do what’s always worked. In the closing moments of our engagement, I zeroed in on an opportunity for growth: the leadership team – collectively and individually – needed to add agility to their repertoire while making sure they excel in their present-day responsibilities.

Effective leaders are agile and accountable.

Agility is the ability to act decisively in the face of uncertainty. Agile leaders are self-aware and sensitive to changes in the environment. They anticipate volatility and hold their plans loosely. They are humble and inquisitive. They are emotionally intelligent, knowing that those they lead and serve vary in their willingness and ability to adapt to change. They remain on track – and help others do the same – because they are guided and grounded by clear values and steadfastly focused on accomplishing their mission.

Effective leaders remain accountable to deliver results no matter how volatile the context. In a 2017 HBR article, John Coleman notes that effective leaders pair agility with consistency. They show up, do the hard work, and deliver results. Coleman points out that high consistency without agility leads to rigidity just as high agility without consistency leads to a lack of focus. “It’s in the combination of consistency and agility,” writes Coleman, “that leaders can become strategic, performing an organization’s purpose with excellence but changing course when the situation demands.”

Only time will tell how the group we worked with will navigate what’s headed their way. After working with them, at least two things are in their favor. The level of individual self-awareness and interpersonal trust are increasing. If they will help one another become more agile while remaining accountable, we are confident they will thrive.